ME Consultant April 2019

For the construction specialist

Ready to Play Jamil Jadallah on NEB’s sports sector aspirations and the need for middleincome housing ON TOPIC

The performance of the GCC construction sector

IN PRACTICE

AECOM highlights the benefits of Supervision+

ON SITE

Women in Construction profile: Luz S. Villacan

ISSUE 058

April 2019 Publication licensed by Dubai Production City A product of Big Project Middle East

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CONTENTS

On topic IndustRy VIEWs fROm AcROss thE mIddLE EAst

07 AnALysIs

06

07

10

13

16

18

24

30

34

38

ProTenders shares insights into the performance of the GCC construction sector and forecasts possible contract awards 10 nEWs

Hill wins MHND PM contract in Egypt; EmiratesGBC partners with Royal Danish Consulate; ADNOC completes first phase of crude facility; UAE announces new power & water projects

In practice AnALysIs, InsIghts And IntERVIEWs

16 OPInIOn

Bentley Systems’ Tom Dengenis highlights the importance of 4D construction modelling 18 IntERVIEW

Jason Saundalkar speaks to Jamil Jadallah about NEB’s focus on the sports sector, the importance of low- and middle-income housing and investing in technology 24 IntERVIEW

Jason Saundalkar talks to AECOM’s Ian McGauley and David Clifton about Supervision+, a hybrid delivery model comprising elements of project management and construction supervision

On site cAsE studIEs, OPInIOns And snAPshOts

30 PROfILE

We talk to Omnium International’s Luz S. Villacan about her influences, career and gender diversity in the construction industry 38 OPInIOn

Autodesk’s Louay Dahmash explains how the future of automation is tied to generative design for the construction industry 40 thE bAck PAgE

Rachel Collins shares her experience of moving to and working in Riyadh as head of procurement at Faithful+Gould 2 APRIL 2019

Etihad Towers | Abu Dhabi | UAE

WELCOME

Group EDITOR’S NOTE

Away With Tradition!

The Oxford Dictionary defines ‘tradition’ as the transmission of customs or beliefs from generation to generation, or the fact of being passed on in this way. Tradition is something we see in our everyday lives and while it certainly has its place in the world (festivals, public holidays etc.), wisdom dictates there has to be a limit to how far we should follow old ways of doing things, and even beliefs, whether in our personal- or business-lives. Unfortunately, we seem to be quite happy to be bound by traditions.

In fact, the construction industry is perhaps one of the most tradition-bound sectors in the world. In the case of project delivery models, these typically date back to the 50s and despite the fact that the technology and tools we have at our disposal have improved immensely, while projects as well as the number of entities involved have grown massively, traditional delivery methods are still employed. This has been strangling the industry for years and is only really being addressed in pockets, as margins and budgets continue to shrink and a bevy of external influences put pressure on clients, developers and the supply chain.

Project delivery models are just one example of the industry being shackled by tradition but, luckily, the industry is increasingly being disrupted. Innovations such as Augmented Reality (AR) and Virtual Reality (VR), BIM, generative design, 3D printing, robotics, artificial intelligence (AI) and the Internet of Things (IoT) are beginning to change the industry and, with that, the way structures, infrastructure and cities are designed, built and even managed.

While this is certainly good news and these innovations are proving their worth through a plethora of benefits in terms of cost, efficiency etc., there is still resistance by individuals and therefore firms in the sector. Since we are creatures of habit, I can understand this resistance to some degree but I draw the line when it comes to doing the same thing over and over again and expecting different results. If I remember correctly, that was Albert Einstein’s definition of insanity.

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While the publishers have made every effort to ensure the accuracy of all information in this magazine, they will not be held responsible for any errors therein.

Sheikh Zayed Grand Mosque | Abu Dhabi | UAE

ON TOPIC

MOST POPULAR

ReAdeRS’ COMMeNTS

feATURed

CONSTRUCTION

SAUdI CONSTRUCTION ReBOUNdINg BUT TeNdeR PRICeS dOwN IN SOMe gCC MARkeTS, ReveALS RICS SURvey

Shamal Steel Arch Bridge in RAK sets new world record

Saudi Arabia may sometimes be a challenging and frequently frustrating market to operate in – from a construction

CONSULTANT

stand-point – but it has

UAE firm to sell iconic New York tower

to be good news if there are signs of a recovery there (Saudi construction

Interview: Securing the future with Aquila PM’s Louise Rodrigues

CONSULTANT

BWTC awards management contract to Savills

CONSTRUCTION

RAK announces emirate’s first ‘Green Building’

CONSTRUCTION

Eagle Hills Sharjah launches Indigo Beach Residence

6 APRIL 2019

feature: Built to Sterling Standards

rebounding but tender prices down in some GCC markets, reveals RICS survey). Even if it has not always been the case that the region’s economies all grow at the same pace, a strong Saudi market is key to ensuring a continuity of work for the construction industry. At the very least it keeps cashflow moving. Hopefully, the warnings in the survey about payment delays are not an indication that past lessons have not been learnt. If you are suffering from skill shortages (there is a reason why some of us get paid a ‘Saudi premium’), then you want to be able to afford the expertise you need.

Name withheld by request

ON TOPIC

ANALYSIS

GCC in Focus

ProTenders shares insights into the performance of the GCC construction sector and forecasts possible contract awards

T

he GCC member states have consistently made waves on the global construction stage with the impressive scale of ambitious projects. For a long time now, the GCC’s construction sector has played a vital role in the region’s economic growth. The easing of fiscal adjustment, reforms to promote non-oil sector activity and infrastructure investment such as the UAE’s Expo 2020 are expected to accelerate growth in the region to 3.2% in 2019, according to the World Bank.

Spurred on by a number of different macroeconomic influences – government focus on non-oil sector activity, an increasing population, the attraction of foreign investment and more – the region witnessed GDP growth in 2018. Over the last two decades, the GCC has had an influx of expats, causing population growth to surge by a predicted 30%

in 2020 over the level in 2000, creating a huge demand for more urban and infrastructure projects.

Furthermore, the easing of visa restrictions for Chinese, Indian and Russian citizens, among others in some GCC countries, is expected to boost the tourism sector, and will likely help accelerate growth of the real estate market. There is also likely to be a significant shift towards the midmarket and more affordable residential units, which is becoming a key growth driver for new residential projects in Saudi Arabia and the UAE. The oil & gas sector will continue to be an important and significant part of the economy of each GCC country, as it is central to the supply of energy in the coming decades. The introduction of VAT in 2018 also increased investor confidence and saw the GCC emerge as an attractive destination for global investors.

APRIL 2019 7

ON TOPIC

$249 billion of GCC contract awards expected by country, US$ billion Urban buildings Oil & gas Infrastructure 50

40

30

20

10

Saudi Arabia

Qatar

Outlook, Opportunities and Forecasts

The total estimated value of active GCC projects (including on-hold projects) is $3.34tn, with approximately 31% of all value in design, concept and tender stages, indicating a strong pipeline of projects. $1tn of urban construction and infrastructure projects were under development in the GCC at the start of November 2018. Saudi Arabia leads the six-member cooperation in project value, with $1.2tn in active projects (including those that are on hold), just over 31% of the region’s construction market.

The UAE has the largest volume of construction activities in the region, with an estimated 16,500 projects (including on hold) currently underway, making up 63% of the total number of active construction projects in the region.

The opportunity available for clients who target projects before the beginning of construction (pre-construction) and those who

“The Kingdom leads GCC construction with $1.2tn in active projects, of which over 50% are within infrastructure.

Saudi Vision 2030 continues to be a huge driver for construction” 8 APRIL 2019

Oman

Kuwait

Bahrain

target projects under construction is demonstrated in the figure below.

Pre-construction includes planning, design and tender stages; under construction includes under construction and on-hold stages.

The GCC construction sector has a strong pipeline comprising over 4,905 projects (planning, design, tender), with a combined estimated value of over $1.235tn. There are 310 projects with an estimated project value of over $1bn each. There are 2,487 projects with an estimated value of $249.2bn in the tender stage. Among the member states, the UAE has the most projects under construction, at 67% of the total.

Rising oil prices and increased government spending is fuelling demand in the GCC construction sector, with contractor awards across the region’s markets up 65% compared to 2017. For contracts awarded in Q4 2018 and Q1 2019, urban building construction is predicted to be the most active segment, accounting for 30% or $75bn worth of main contract awards across the region. Infrastructure construction projects are at 43% ($107.6bn), followed by oil & gas accounting for 27% ($66bn) of main contract awards.

Biggest Markets

The Kingdom leads GCC construction with $1.2tn in active projects, of which over 50% are within infrastructure. Saudi Vision 2030 continues to be a huge driver for construction. Recent social reforms and the easing of visa restrictions have led to a focus on recreation projects and on large-scale expansion and renovation programmes for existing structures. Saudi Arabia’s commitment to diversifying away from its dependence on oil is evident from the plan to construct 16 nuclear reactors, which together will cost $80bn.

Projects worth $89.4bn have main contracts out to tender and are set to be awarded during Q4 2018 and Q1 2019, with 53% of

Source: ProTenders

UAE

ON TOPIC

“Saudi’s recent social reforms and easing of visa restrictions have led to a focus on recreation projects and on large-scale expansion and renovation” total contract value in infrastructure. Saudi Arabia has approximately 4,512 active projects with a combined estimated value of $1.204tn.

The Kingdom also has $588bn of projects in pre-construction, with 55% in the planning stage.

In October 2018, the UAE Cabinet approved the biggest-ever federal budget for a single year with $16.3bn for 2019, with a clear focus on community development, education and healthcare. This is expected to have a positive influence on urban building construction in the months to come.

With Expo 2020 officially opening in under two years, the UAE is set to award more than 23 Expo 2020-related construction contracts worth more than $2.5bn by the end of this year. Recent announcements of long-term residency visas should also have a positive impact on the UAE residential market, giving expats more security over their right to remain in the country, which in turn could see increased sales volumes as confidence is restored.

The UAE has approximately 16,472 active projects with a combined estimated value of $1.021tn. 69% of them are currently under construction or are on hold. Projects worth $76.4bn have main contracts out to tender and are set to be awarded during Q4 2018 and Q1 2019. Dubai accounts for approximately 51% of all construction

activity in the UAE, with a high volume of projects in commercial and residential buildings.

Known as ‘New Kuwait’, the Kuwait National Development Plan was launched in Q1 2017, acting as a strategic blueprint designed to position the country as a financial, cultural and institutional leader in the region, which it aims to achieve by meeting several key objectives identified through seven strategic pillars.

In understanding the seven pillars – global position, infrastructure, human capital, public administration, healthcare, economy and living environment – the central role of the construction sector is clear, and the timely planning and execution of projects will be instrumental in its successful delivery.

OPEC’s third largest oil producer has plans to increase its production from 3.15m to 4m barrels per day by 2020, spurring movement in the oil & gas construction segment, which is 44% of total project value.

Kuwait has approximately 661 active projects with a combined estimated value of $242bn. $17.1bn of construction contracts are expected to be awarded in Kuwait over Q4 2018 and Q1 2019.

The Public Authority of Housing Welfare (PAHW) has set a target of allocating 60,000 units from 2015 to 2020, as per the second development plan.

GCC total active projects Total value, US$ billion Total number of projects

$3.34 trillion GCC active projects by sector Urban buildings Oil & gas Infrastructure 1600

25%

GCC project value, US$ billion Pre-construction Under construction

16,000 1200 14,000 1000

12,000

800

10,000 8000

600

Total number of projects

39%

18,000

1400

Total value in US$ Billions

36%

20,000

6000 400

37%

63%

4000

200

2000

Planning

Design

Tender

Under Construction

On Hold

APRIL 2019 9

ON TOPIC

Hill International wins MHND PM contract in Egypt Hill International has won a contract to provide project management services for the Madinet Nasr for Housing & Development (MNHD)’s mixed-use projects in Cairo: Taj City and Sarai City.

Taj City is envisioned as Cairo’s cultural destination, while Sarai will be the city’s entertainment destination. Taj City is expected to feature residential units, commercial areas, a hotel, mall, medical facilities and an international school, said a statement from Hill International.

Sarai City, which will take shape on the Cairo-Suez Road, is expected to feature a variety of residential, commercial, retail and leisure offerings.

“Hill is honoured to be awarded this contract with Madinet Nasr for Housing & Development to help shape Cairo’s real estate future and grow the city’s residential and recreational footprint. We look forward to supporting MNHD to grow and expand the local economy, create new jobs and develop communities,” said Waleed Abdel Fattah, SVP and Hill MD for Africa.

MNHD was founded in 1959 and focuses on the development of projects in Nasr City and on the outskirts of Cairo.

10 APRIL 2019

Atkins targets growth through new KSA office Atkins has inaugurated its new office in Riyadh, noting that it will increase resources for existing clients and allow it to explore new growth opportunities in the Kingdom.

According to a statement from Atkins, the office will offer design, engineering and project management services for projects in the Kingdom across the property, infrastructure, transportation, water and defence markets.

“For half a century, we have helped our clients in Saudi Arabia deliver a multitude of iconic projects and are proud to have been part of the Kingdom’s transformation. The opening of our new office in Riyadh is a testament to our steadfast commitment to supporting the Kingdom’s Vision 2030, by providing our world-class expertise and local knowledge, and investing in Saudi talent to lead the future,” said Grant Porter, CEO of Atkins in the Middle East and Africa.

The inauguration was attended by Steve Graham, head of the Department of International Trade at the British Embassy in Saudi Arabia; Hashim Alawadi, deputy co-chair of the Saudi British Joint Business Council and CEO of Tech Invest Com; and key clients, in addition to Porter and the rest of Atkins’ regional leadership team – Adrian Lindon, Atkins MD of Design & Engineering; Campbell Gray, Faithful+Gould MD of the Middle East; Johan Hesselsøe, Atkins Acuity MD for the Middle East; Spencer Wylie, Faithful+Gould country director for Saudi Arabia; and Nassib Al Sibassi, director at Atkins Acuity.

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We have the good fortune to work with several of the nominees for the 2018 Middle East Consultant Awards. It is a privilege to participate in the continuous build that is developing our part of the world. We’re honoured and gratified that the region trusts us to help design well engineered and sustainable structures.

Congratulations to all the nominees, individuals and our colleagues.

Š 2019 LACASA Architects & Engineering Consultants All Rights Reserved

ON TOPIC

Bahrain to focus on low-income housing

EmiratesGBC partners with Royal Danish Consulate The Emirates Green Building Council (EmiratesGBC) has signed a Programme of Cooperation (POC) agreement with the Royal Danish Consulate General. The agreement will see the two entities cooperate on sustainable initiatives, programmes and events to promote green buildings, as well as drive sustainability as an essential part of social and economic development in the UAE. The partnership will establish a platform for the two entities to share their network of members, partners and organisations, with the aim of enabling greater awareness and the swift adoption of green building principles within the building supply chain.

“EmiratesGBC is continuously seeking to expand our partnerships and create a larger network of advocates for sustainability in the region. Our partnership with the Royal Danish Consulate General will enable us to work closely with Danish companies and organisations with significant industry expertise in developing engineering and construction technologies that have successfully transformed built environments,” said Saeed Al Abbar, chairman of EmiratesGBC. 12 APRIL 2019

Bahrain’s Housing Ministry has been tasked with reviewing the new-look Mazaya Programme and making recommendations to promote housing solutions for citizens, especially those in the low-income category. The directive was issued by Crown Prince, Deputy Supreme Commander and First Deputy Prime Minister HRH Prince Salman bin Hamad Al Khalifa.

The Mazaya Programme is said to be a social housing scheme launched by the Ministry of Housing, along with the Kuwait Finance House-Bahrain, in collaboration with the private sector.

The Crown Prince stressed that citizens were the focus of the development process and all service projects. The directives were issued while he was chairing a meeting of the Coordination Committee at Riffa Palace.

The Crown Prince also highlighted the need to continue the housing achievements and services for citizens, according to a BNA report that cited senior MP Ahmed Sabah Al Saloum.

Speaking about the Crown Prince’s directive, Al Saloum said his prompt response reflected his interest in meeting citizens’ demands and following up parliament’s reaction to public and service issues. He also said that the directives have restored balance to the housing file in the interest of citizens.

ON TOPIC

Miral achieves Yas Bay Arena construction milestone

ADNOC completes first phase of crude facility Abu Dhabi National Oil Company (ADNOC) has announced that phase one of the ADNOC Fujairah Underground Storage project, involving the construction of an access tunnel, is complete. The facility is billed as one of the world’s largest underground crude storage facilities. Once complete, it will have a capacity of 42m barrels of crude oil.

The facility is expected to be delivered in 2022 and will bolster the UAE’s position as a reliable supplier of crude oil. It will be able to store three different types of crude oil and will provide ADNOC with increased flexibility to export crude through Fujairah’s Arabian Sea oil terminal.

According to a statement, a $1.21bn engineering, procurement and construction (EPC) contract has been awarded to SK Engineering and Construction (SKEC), to construct three underground storage caverns.

Each cavern will have a capacity of 14m barrels.

The EPC contract is said to be the largest single project award for an underground crude oil storage facility. ADNOC notes that approximately 50% of the contract spend will feed back into the UAE’s economy through its In-Country Value programme.

The agreement was signed by Dr Sultan Ahmed Al Jaber, UAE Minister of State and ADNOC Group CEO, and Jae Hyun Ahn, SKEC president & CEO, in the presence of Sheikh Mohamed bin Zayed Al Nahyan, Crown Prince of Abu Dhabi and Deputy Supreme Commander of the UAE Armed Forces, and President Moon Jae-in, President of the Republic of Korea, at the Blue House in Seoul.

Miral has achieved a significant construction milestone on its Yas Bay Arena project, with the installation of the roof truss. HE Mohamed Khalifa Al Mubarak, chairman of Miral, and Eng Mohamed Abdalla Al Zaabi, CEO of Miral, marked the occasion by leaving their signatures on the roof truss before it was lifted into place.

The roof truss is one of several sustainable design features contributing to the arena’s green credentials. According to Miral, the roof boasts a self-shading illuminated façade that will provide the venue with adequate daylight, while insulating heat and reducing energy consumption. The development will also feature other energy- and water-efficient building systems and architectural treatments, which Miral says will enable the arena to use 22.4% less energy and 28% less water annually.

“It is a testament of our commitment to creating world-class attractions within the live entertainment industry. It complements Yas Bay’s appeal as an emerging waterfront leisure and entertainment district and our overall ambition of making Yas Island a top global destination that entertains, thrills and excites visitors,” said Mubarak.

APRIL 2019 13

ON TOPIC

Acwa Power signs agreements for $700m Rabigh-3 IWP Acwa Power has announced that its consortium with Saudi Brothers Commercial Company (SBCC) has inked financing and hedging agreements for the Rabigh-3 independent water project (IWP). The $700m project is billed as one of the world’s largest seawater reverse osmosis (SWRO) desalination projects. On completion, it will process 600,000m3 of water per day.

A new commercial entity, Rabigh Three Company (RTC), has been set up with Acwa Power standing as the major stakeholder of the plant, with 70% of the shares. The remaining shares have been allocated to SBCC. The EPC contract was awarded to a consortium of SepcoIII, Abengoa and Sidem, while an operations and maintenance agreement was signed with Rabigh Water Production Services Company.

An offtake agreement was also signed with Saudi Water & Electricity Company (WEC).

The agreement was signed by Engineer Abdulrahman bin Abdulmohsen Al Fadley, Minister of Environment, Water and Agriculture and WEC Chairman. The plant is expected to begin operations by the end of 2021.

14 APRIL 2019

UAE announces new power and water projects The UAE has announced that it is allocating $1.57bn for water and power projects in the northern emirates. The announcement was made by HH Sheikh Mohammed bin Rashid Al Maktoum, UAE Vice President and Prime Minister and Ruler of Dubai.

In addition, Sheikh Mohammed approved a $654m project to build dams and a federal water network that will connect water resources in the northern emirates to Dubai and Abu Dhabi. He approved plans to build a $326m solar power station in Umm Al Quwain and a water desalination station with a capacity of 150m gallons per day. The projects are scheduled for competition in the next two years.

“Constant development efforts and mega projects are a characteristic of the UAE. As we embark on a new development journey, we are constantly exerting efforts to achieve the highest standards in every sector. Water, electricity and roads projects are key to the national economy, and we are currently investing in them to ensure the continued growth of our economy,” Sheikh Mohammed said.

Recently, Sheikh Mohammed visited the $8.4m, 541,000m3 Kalba Dam in Sharjah, which was delivered in 2017. During his visit, he was briefed on dam projects in the country and the role they play in collecting water. Sheikh Mohammed also reviewed a 150m gallon water desalination station project in Umm Al Quwain that is expected to come online in 2021.

“My field trips reflect a style of administration that I inherited from Sheikh Zayed and Sheikh Rashid, and I will continue with them,” he explained.

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Threat & Risk Assessment Gap Analysis Security System Design IT/AV Design Master Planning & Development Operational Requirements

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Testing & Commissioning Control Room Design System Integration Policies & Procedures Site Surveys & Audits Crisis Management

IN PRACTICE

OPINION 01 Tom Dengenis is senior director, Constructioneering at Bentley Systems.

What You Need to Know About Digital Construction in the Going Digital Age Bentley Systems’ Tom Dengenis highlights the importance of 4D construction modelling

01

T

he sad and well-documented truth is that civil litigation lawyers have convinced the industry that a project will be fine if its planning complies with contractual requirements, consisting of a critical path method (CPM) baseline and monthly progress and schedule updates. We find this status quo unacceptable and the fact is that projects around the world are certainly not always fine, if they simply follow contractual requirements.

Project planning, scheduling and controls are a sideshow in daily construction operations. They are necessary for contract compliance. However, monthly payment requests and dispute claims processes are not driving core project management 16 APRIL 2019

decisions. Instead, construction operations need omnipresent planning, scheduling and controls that drive the project definition and delivery, thereby determining a clear path to delivery success.

According to several leading studies, 75% of jobs across the industry experience project failure. The construction industry needs to take responsibility for going digital and start improving project site operations. When organisations implement 4D construction modelling, the extra dimension of project planning, scheduling and controls exists to replace and upgrade traditional analogue 2D CPM approaches.

In 1983, the practice of CPM project planning – carried out on handheld calculators, sketch paper and drafting tables, and mainframe computers – moved to the new world of the personal computer. Since then, little in CPM software has changed or improved, while project complexity has significantly increased. If the contractual regulations and the civil trial lawyers have a firm hold on the contract and dispute agenda, the status quo will keep eroding the industry’s ability to perform, especially as project complexity and failures keep increasing.

The Future of Digital Construction with 4D Construction Modelling

Once 4D is used on a project, it always drives improved results. 4D construction modelling makes more money for a business through competitive advantage and new and exciting levels of performance. These projects have inspired the industry, having a bigger impact than we could have imagined in the last 10 years.

The constructor’s practical, well-worn experience can no longer be the only way forward. Project teams that rely on a shortterm, look-ahead task planning session, organised verbally and transcribed in the weekly project meetings, must seek a direct modern digital construction approach. They must use this approach for design coordination and construction field operations. The project execution teams gather weekly to discuss site conditions, daily situations and weekly progress, seeking opportunities to put good resources to productive work. The teams hope to find a path that drives results in the fog left by the traditional 2D CPM. 4D construction modelling lifts that fog.

The practical aspect of what is being carried out in the name of lean construction is to improve the weekly meetings that attempt to

IN PRACTICE

help the team improve coordination. However, teams that continue to use traditional CPM schedules will still be driven into the fog.

The 3D model provides visibility to fix the project plan, schedule and controls processes, giving the project team information to avoid causing occupational injuries that are omnipresent risks on all construction projects.

4D construction modelling takes it to the next level, bringing relevant and essential system capacities and digital workflows to the project planner, scheduler and controls specialist.

The CPM and deterministic processes help organise a forecast view of the entire project timeline; the industry expects project complexity, unforeseen time-space conditions and variation of performance through the function and relationship of activities, dependencies and duration.

The design details and project scope control the activity list, along with specific construction means and methods. The precedence and successor relationships continue to manage the sequencing, followed by appropriate resource

allocation to control the task at hand and the project duration.

In isolation, using 2D planning CPM data and graphical charts, created as a disaggregated set of system inputs, can easily create a sophisticated network diagram. It can convince us that its complexity must be necessary for operation. But what this 2D CPM method invariably provides – without 4D time-space vision and a focus on the objects and workspaces – is an ineffective map to certain project failure.

Risk Management and Assessment

What the industry primarily knows about project risk management falls into three main categories: Known Knowns – the deterministic project plan, formed by planning, scheduling and controls processes Known Unknowns – the probabilistic plan and the known identified risks that are considered to have an impact on project performance, thereby affecting the project plan

Unknown Unknowns – the unidentified risks that were not considered, or simply ignored for any number of reasons.

The industry, however, often does not recognise the omnipresent fourth type: Unknown Knowns – the mistake-ridden plan formed by planning, scheduling and controls processes full of unfeasible scheduling paths and workspace conflicts. These Unknown Knowns mean that planning processes that attempt to create deterministic plans following the traditional 2D CPM practices are always fundamentally flawed.

No level of sophisticated probabilistic planning will change that fact. Planned mistakes used as the input, processed for probabilistic analysis, can never result in better planning for a higher probability of project success.

We have an opportunity to improve the one thing in our project delivery approach that we know is broken: the 2D traditional CPM planning, scheduling and controls function. We must fix it before we can expect any project to be safe and productive for on-time, on-budget delivery for all project participants.

“4D construction modelling makes more money for a business through competitive advantage and new and exciting levels of performance” APRIL 2019 17

IN PRACTICE

INTERVIEW

Ready to Play Jamil Jadallah on NEB’s focus on the sports sector, the importance of low- and middle-income housing and investing in technology he National Engineering Bureau (NEB) was founded in 2002, after Jamil Jadallah decided to move on from his position as a senior structural engineer at Dubai Municipality (DM). Jadallah’s timing couldn’t have been better, as NEB could capitalise on a plethora of client demand as a result of Dubai’s early- to mid-2000s construction boom.

“When we first started, we were a team of five, which was the minimum required to source a consultancy licence. We were lucky, we started NEB at the right time, when the construction revolution first started in the UAE and especially Dubai,” says Jadallah, who serves as NEB’s CEO. Jadallah hails from Jordan, where he first began his career at a consultancy. In December 1989, he moved to Dubai and was quickly appointed as a structural engineer at DM. Now a nearly 30-year Dubai veteran, Jadallah and his firm have helped shape the city’s landscape, having delivered a variety of projects including residential and commercial buildings and towers in Dubai Marina, Jumeirah Lake Towers and Business Bay, in addition to schools, healthcare institutions and even shopping malls.

The company’s portfolio includes design to site supervision work for Marina 101, which the firm says is the second tallest tower in Dubai; the Crowne Plaza Dubai Marina Hotel; Axiom headquarters in Dubai Silicon Oasis; and the Kempinski Hotel & Residences Palm Jumeirah. It is also involved with a 333m-tall tower on Dubai’s Sheikh Zayed Road, the Kempinski property in the city’s Business Bay locale, a new municipality building for the emirate of Umm al-Quwain and a shopping mall in the emirate of Sharjah.

Today, the architecture and engineering firm employs approximately 500 people and Jadallah notes that his firm has made a name for itself in a couple of key sectors.

18 APRIL 2019

“In 2006, we started to specialise in certain sectors. The first was education; we began working on schools and set up a team dedicated only for educational projects. It’s been an area of focus for over 10 years, and I can say that we’re maybe number one among the consultants in this sector. We found it very beneficial to have a dedicated team, because you keep learning with every project and you get to know about the challenges and issues of those types of projects in the city and beyond. Today, we work on educational projects outside of Dubai as well – we do the design work at our office in Dubai and pass on the designs to be executed by our partners in other emirates and even in other countries.”

Apart from education, NEB also focused on the healthcare sector, and Jadallah once again decided that dedicated resources would give his firm an edge. “Thanks to our success with education, we started another division and put together a team that specialises in healthcare

“There’s still a lot of potential in the UAE, you have to remember that everything operates in cycles – the market will never be high all the time, and it will never be low all the time. This is something that happens around the world”

IN PRACTICE

APRIL 2019 19

IN PRACTICE

01 The Arbor School’s educational campus is spread over 19,200sqm and includes a climate-controlled indoor atrium.

02 The school also features a FIFAcompliant soccer pitch, a multipurpose hall for indoor sports and a specially designed pool.

03 NEB worked on the Meilenstein Residential Project in Al Furjan and provided design and supervision services.

01

projects. They focus on clinics and hospitals and they are doing very well today. We are involved in several projects in this sector and I think it will keep improving with time.”

“These types of projects will always be there, whether the market is up or down, because they provide a service for the community. As communities grow and improve, education and healthcare projects will have to be launched and delivered to service the community.”

“Clients must be very careful, they have to study and analyse their projects very well to be sure that it’s feasible before they start work on them” 03

20 APRIL 2019

Sporting Aspirations

Discussing his plans for 2019 and beyond, Jadallah is now keen to focus on the sports sector.

“The UAE is planning to host more sporting events and competitions, so there will be a need for projects that enable these aspirations. In the past, a lot of these projects were handled by international companies because they are specialised and are familiar with the requirements of various sporting bodies, such as FIFA. We’ve entered this sector and to be honest, we are collaborating with specialised consultants from overseas through a joint venture.”

He adds, “This is the right way to start, as it enables us to build up our own experience while also learning about the rules and regulations that events and sporting bodies have. From here, we’ll then look at doing these projects completely in-house. Right now, we’re working on a stadium for the Dubai Municipality. It has a capacity of 20,000 people and this will give us a solid base to go after other projects on our own, since we’ll then have the experience and expertise.”

While Jadallah is confident that NEB has the in-house resources to deliver sports projects, he notes that his firm might turn to external sources when specialist requirements arise. He also says NEB is keen to work on sports projects outside the UAE. The firm has already delivered a number of projects in other sectors in Bahrain, Kuwait, India, Iran and other countries.

Jadallah is also keen to point out that despite current market challenges, the construction sector still offers plenty of potential for growth. “Clients will continue to build residential buildings, malls, schools, etc. Life will continue and so construction will continue. There’s still a lot of potential in the UAE, you have to remember that everything operates in

IN PRACTICE

cycles – the market will never be high all the time, and it will never be low all the time. This is something that happens around the world.”

Looking ahead, Jadallah is particularly interested in properties designed for middle-income residents. “Residential real estate has so far focused mainly on highincome individuals, so there’s been a lot of luxury developments in Dubai, and even in other emirates. Unfortunately, there was not enough focus on providing homes for middle- and low-income residents. Every city has people that fall into different income brackets and we have to provide accommodation for everyone, not just for one category.”

He elaborates, “At the moment, what you see is that low- and even middle-income people tend to live in other emirates and commute to and from Dubai for work on a daily basis. We have to find a way to provide housing for them, so they will be able to live and work in the same city and have a better quality of life. Doing this will also help reduce traffic jams on internal roads and highways, while businesses

“Clients are now very interested in specifics, they think about their projects very well with the aim of ending up with a project that is both feasible and profitable” and institutions that provide goods and services will also see an increase in demand.”

Changing Client Requirements

Several local and international influences have had a major impact on client requirements in the last couple of years. Looking back at 2018, Jadallah explains that clients have become more discerning on projects.

02

APRIL 2019 21

IN PRACTICE

04 The firm worked on Marina 101, billed as the second tallest tower in Dubai to date.

“Clients are now very interested in specifics, they think about their projects very well with the aim of ending up with a project that is both feasible and profitable. In 2018 and even for this year, there are two major challenges that are impacting client behaviour and decision-making.”

“The first is that the cost of finance is increasing – banks are raising interest rates, which makes things a bit more challenging for clients and developers.

They have to be very careful about what to do, how to do it and how to minimise costs and improve their income for the project to be workable. This is again something that’s happening globally.

I believe even in the US, the Federal Reserve announced they will increase interest rates, and this will have an impact. Whenever interest increases, it makes things more challenging.”

He adds, “The other challenge, and this is again a global issue, is the balance of supply and demand. This is the formula that controls the amount of construction, the prices, and this fluctuates from year to year. So clients must be careful, they have to study and analyse their projects well to be sure that it’s feasible before they start work.”

In line with global trends, Jadallah explains that clients are increasingly keen to make sure their projects incorporate smart and sustainable technology and practices.

“It’s very important for structures to incorporate smart and sustainable elements, you have to satisfy the requirements of the project’s end users as well as your clients. Clients are also more focused on ensuring that the projects are delivered sustainably.

We consider these things in all of our designs and projects, whether it’s new materials or new innovations that we can incorporate from a MEP standpoint that can give energy 22 APRIL 2019

savings or occupy less space within the development. So we keep an eye on the market and try to incorporate as much as possible into our projects, so that we don’t fall behind compared to what else is on offer in the market.”

Committed to Technology

New innovations and technology continue to have an impact on the construction sector in terms of the way projects are designed, delivered and managed. Jadallah is well aware of the benefits modern tools bring to the table, and has invested consistently in new solutions and staff training.

“We’ve been using BIM in our projects for a long time, and we continue to invest in staff training to make sure that everyone is up to date. We have a BIM specialist who keeps an eye on our staff and gives them advice whenever they have any issues or challenges that they can’t overcome on their own. We’re always on the look-out to invest in new technology, and there’s actually a lot of new software and programmes that can positively impact the design and delivery process. If the technology or solution offers a tangible advantage, we’ll invest into it and make sure our staff knows how to use it properly.”

As for his plans for 2019 and beyond, Jadallah is eager to continue NEB’s growth locally and overseas.

As a long-term resident of Dubai, he’s particularly interested in giving back to the UAE and its residents.

He concludes: “We will continue to improve our work and be a part of the development of this country. The UAE gave us a lot, so it’s our duty to serve this country and keep improving it with projects that stand out and that adhere to the best international standards. This is our challenge and our goal. We have to give the UAE the best because it also gives us the best.”

04

IN PRACTICE

INTERVIEW

Driving Efficiency Forward

Jason Saundalkar talks to AECOM’s Ian McGauley and David Clifton about Supervision+, the firm’s new delivery model raditional project delivery models, while proven, have stayed roughly the same since the 1950s and aren’t the most efficient way to deliver projects. These traditional methods require clients to hold multiple contractual relationships across the supply chain, result in duplication of scope and even create gaps in scope, as a result of the number of entities involved.

With the launch of Supervision+, AECOM aims to bring efficiencies, cost savings and a greater level of control and accountability to clients. The service is described as a “hybrid delivery model comprising elements of project management and construction supervision”. It is said to provide greater efficiency and cost savings (conservatively estimated at 1.5-3%) by providing a single point of contact, and reduces scope gaps and duplication through streamlined communications and smoother delivery operations.

The firm says some clients have already experienced the benefits of the service. With the Taweelah Aluminium Extrusion (TALEX) plant in Khalifa Industrial Zone Abu Dhabi, AECOM says Supervision+ saw the project completed on time and within budget. It also says the delivery model eliminated overlaps in scope and reduced overhead costs, while maintaining the required quality and safety standards throughout.

AECOM says the service is also being used to deliver Yas Acres in Abu Dhabi and is providing similar benefits to its client there.

Speaking about how the service was conceptualised, Ian McGauley, SVP, director of Operations – Construction Services at AECOM, says, “We spent a lot of time looking at where the market is going and how things are traditionally done. We sat with clients and rather than saying, ‘Here’s AECOM and these are all our great projects’, we’ve been asking, ‘What are your pressures and what do you want to do?’ One thing that we’re hearing time and again is ‘we want a different relationship’. Over the last few years partnering has become a buzz word, but it’s about trying to do something different. So we explored what we could look at differently as well as what we have already been doing differently, and morphed it into this offering.”

24 APRIL 2019

Discussing the challenges of traditional project approaches, McGauley notes, “With the traditional project set-up, you have the client with their team, the PMC and their team, as well as a construction supervision consultant. The duplication is massive! One of the things I always found in my career is when things start going wrong on a project, it becomes he said/she said.”

Addressing Delays and Budget Overruns

Independent research indicates that a staggering number of projects in the Middle East go over budget or don’t meet their delivery schedules.

“There’s a variety of reports and we’ve done our own analysis, but you could also look at public figures including PwC’s reports. Approximately 75% of projects in the GCC overrun on time, while 56% or so are over budget. It’s all about inefficiency but it’s also because everyone is being cost-conscious. Supervision+ is us listening to the market and trying to adapt. It’s an evolution rather than revolution. Innovation doesn’t have to be brainstorming new ideas, because sometimes small changes can make big differences,” explains David Clifton, director, Strategy & Growth – Construction Services at AECOM. McGauley adds, “This is my second stint in the Middle East, I was here during the mid-2000s boom and we looked at doing construction

“It’s important to do things differently rather than the traditional transactional stuff that everyone’s doing, because where’s the fun in that? Our tag line is ‘to make the world a better place’”

IN PRACTICE

01

APRIL 2019 25

IN PRACTICE

01 Ian McGauley is senior vice president, director of Operations – Construction Services at AECOM. 02 AECOM is applying the Supervision+ model on Yas Acres, Abu Dhabi and notes that the delivery of the first phase is expected in early 2020.

03 The Taweelah Aluminium Extrusion plant is said to be the largest aluminium smelting plant in the Arabian Gulf.

management and guaranteed maximum price. However, the supply chain, clients, local authorities, etc were just not ready for that level of change. What we’re trying to do here is say, ‘Look, let’s make some improvement without that huge paradigm shift into a different way of working that you necessarily may get in places like Sydney or New York.’

It’s a sincere attempt from us to try and do things differently.”

“It’s incumbent on us as market leaders (in a lot of the markets that we operate) to try and bring our best practice, our skills and smart thinking to the market. It’s important to do things differently rather than the traditional transactional stuff that everyone’s doing, because where’s the fun in that? Our tag line is ‘to make the world a better place’. So why can’t we deploy that in each market and try to improve the way we do business here in the construction industry?”

McGauley is convinced about the benefits Supervision+ can offer.

“It’s about providing operational efficiencies to the client. When you 03

26 APRIL 2019

consider that and some of the work that our digital project 02 delivery team does, we believe we can make savings to clients.

You could look at it from my point of view and our P&L – we’re going to be reducing our ability from a revenue point of view, but I’d rather have that and have the client more efficient than just the old bums-onseats model. We’ve spoken to a number of clients and they want this because they have a large development team, PMCs and two contracts to manage. So it’s not something that’s going to massively change the way the construction industry operates.”

“It will make improvements to the way projects are delivered, and I’m committed to that because of my background. I started as an architect, went to a contractor and have been a developer and a client – I’ve been at all ends of the spectrum. In all those roles, the pressure is the same, it’s getting the asset built. So that’s how we came up with this. I genuinely believe we can make this work, because we have been doing it in the market, but we have been struggling in terms of badging it and saying, ‘Mister client, this is what we can do as a service offering.’”

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IN PRACTICE

04 David Clifton is director, Strategy & Growth – Construction Services at AECOM.

According to AECOM, one of the advantages of the service is that it offers a single point of contact. McGauley has seen the benefits and efficiencies of this in previous roles in the UK and Australia.

“You bring learnings from overseas and you look at the Middle East and say it’s advanced but it could be better. That extra percentage on some of the big projects will transpire to significant savings to the client. This is all about operational efficiency – right now there’s so much inefficiency within projects.

David and I did some work in terms of project overruns, and it’s horrendous, there’s a lot of wasted money!”

McGauley is keen to point out that the service 04 aligns with the firm’s commitment to innovation.

“We had our EMEA regional conference recently, and the central theme for us is around innovation. We must innovate because ultimately companies that don’t innovate fall by the wayside. If you look at what we’re doing here, all the conversations are around innovation. We always ask, ‘How can we be smarter and do things differently? How can we address our clients’ problems directly and listen to them and come up with a different way of working?’ Presuming we’ve listened enough, the market will respond positively to this and it will become something we can really sell.”

Tradition-Bound Industry

Although Supervision+ isn’t an all-out revolution, McGauley anticipates some resistance as the industry is notoriously tradition-bound. “I think the main challenge will be breaking down the traditional mindsets and opening people to different ways of working, as opposed to ‘we’ve always done it this way, so it’ll be the same’. But if 75% of all regional projects are delayed and we can assist in bringing that number down, then it’s a better outcome from everybody. I’ve worked as a contractor and no contractor likes to be delayed and no one wants to put in claims, etc. As much as the client, as the consultant, they want to see a successful outcome.”

Discussing how AECOM is approaching clients with the service, Clifton asserts, “It started off with us going in and understanding 28 APRIL 2019

what clients want to develop.

It’s not about outputs and scopes, it’s actually about what their desired outcome is and how we can help. We look at their problems and the issues that will likely get in the way of the delivery, so it’s a different mindset – it’s not just a presentation about services, etc.”

He continues, “In the market, everyone knows development management, portfolio and project management, site supervisions, construction management, and anyone can pretty much cover it.

For us, it’s about how you can turn that into something more. We’ve turned this more towards a value proposition; the value proposition is however something very specific to the requirements of individual projects, the client entity and their desired outcome.”

Asked whether Supervision+ prompted internal changes, McGauley explains, “We’re in a fortunate position – if you look at traditional PMC and the project management (PM) group and the supervision group, ultimately they all report to me. So from an internal point of view, in terms of the way the P&L works and the reporting lines, the way our business is structured lends itself to this service.”

“Our PM group flows through me and there’s a cross-fertilisation of skills, so we can have a project manager working purely on a PM contract one day, and then six months later they could be supplementing the supervision team. It’s seamless. This is what our unique selling point is, and I know some of our competitors aren’t structured that way. To offer a PM service and a supervision service blended together to offer savings to the client, it’s very difficult because of the way some of our competitors are structured. I think it’s a differentiator for us.”

He concludes, “On a contract in Qatar where we were the PM, the supervision consultant was struggling. But due to the way we are structured, we were able to supplement their team with our construction services group. The way we’re set up is working quite well, and now we’re just formalising it and being more proactive in saying that we’ve evolved it into Supervision+, and this is a service that we can offer to our clients.”

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ON SITE

INTERVIEW

WIC Profile: Luz S. Villacan Jason Saundalkar talks to Omnium International’s Luz S. Villacan about her inf luences, career and gender diversity in the construction industry ollowing our special edition dedicated to women in the construction industry, Middle East Consultant continues to share the inspiration and experiences of women working in the male-dominated industry across the GCC. Here, we catch up with Luz S. Villacan, senior quantity surveyor at Dubaibased Omnium International.

managerial position with this firm, but also the first Asian. Due to several drivers, I set up the Philippine Institute of Certified Quantity Surveyors (PIQS) in KSA and, back home, the Philippine Institute of Built Environment (PIBE). The latter is the first quantity surveying school in the Philippines, where I am on the Board of Trustees and act as treasurer.

I’m now working as a managing quantity surveyor with Omnium International on some of the most prestigious projects in Dubai, including The Tower at Dubai Creek Harbour.

What drove you to get into the construction industry?

What is your proudest achievement to date?

I’ve always looked to challenge myself. It was never my plan to be an engineer but my parents instilled a drive in me to be the best that I can be and to grab every opportunity. When it was time to choose a university, there was an opening at one of the toughest and most prestigious institutions in the Philippines, so I applied and got accepted onto their Civil Engineering programme.

During my first posting as a site engineer in the Philippines, that drive to succeed allowed me to work my way up from the bottom to a managerial position – a position which was rarely held by a woman in this company. While working with Davis Langdon, I found my love for quantity surveying. QSs are relied upon heavily by the client to protect their interests, the fast-paced nature and daily challenges appeal to the perfectionist side of my personality and I relish the challenges that cost engineers face throughout a project’s lifecycle.

My proudest moment was in 2010, when I became the first woman and Asian to hold a managerial position in one of the top construction companies in KSA. This was an extremely proud promotion for me, but it was not without its challenges, and for the first time I doubted my ability.

I went to Saudi with the perception that there were invisible barriers due to the culture and I found myself faced with actual physical barriers, as I found myself segregated from the majority of my team members (who were separated because they were male). After two months, I had to push myself to break down those physical and mental barriers, and through my initiative, I got them to change the way they operated. One of the defining moments was when one of the senior managers on-site told me that I had a problem because I was doing too good of a job, and that his male team members felt threatened. He made this sound like such a negative, but reflecting on it, I understood that I had gained his respect and that for me was one of my greatest achievements.

It has been really fascinating to watch the social reforms that are currently happening in KSA. King Salman Bin Abdulaziz Al Saud has introduced some amazing reforms for women’s rights and I feel proud to have played my own small part in that reform. I have always been a champion for women and in particular Filipino rights.

Share a brief about your career, mentioning key achievements.

I started my career in the Philippines and within the first 10 years of my career, I worked my way up from a junior role to that of a technical and engineering services manager. My first QS job was with Davis Langdon in the Philippines, before leaving to seek challenges abroad by joining Oger International in 2010.

It was while working with Saudi Oger in Riyadh that I was promoted to the role of cost manager. I was not only the first female to hold a 30 APRIL 2019

What are some of the barriers to women entering the construction industry? What was your personal experience?

ON SITE

APRIL 2019 31

ON SITE

Suffice to say, the construction industry is a male-dominated world, with quantity surveying even more so. I have found throughout my career that people don’t expect me to be a QS, they think that I am the PA and will often turn to my male colleague (who is usually junior to me) and ask him the questions. They are frequently taken aback when I am the one to answer them. But, the moment that they realise always makes me smile and I have almost always found that (generally) my male counterparts make no distinction between men or women. They judge me based on my professional skills alone, and that is perhaps the strongest evidence that the industry really has changed in recent years.

The GCC construction sector is still male-dominated, but diversity is beginning to increase. If you agree, comment on what is driving this and how you see the GCC markets changing in the coming years. If you do not agree, please share your views on the market.

Diversity is beginning to increase within the construction industry, not only in the GCC but globally. When I studied civil engineering in college, you could only see one to three women in a class of 40 to 50, but nowadays more women are taking courses that were previously dominated by men, like engineering, aeronautics, etc.

What is driving this? I believe the media has helped to change people’s preconceptions. Female role models have become more visible, but we need to do more. Middle East Consultant is the perfect example of this – through the ‘Women in Construction’ movement, women are being provided a platform to showcase their success and tell their stories as to how they got to where they are today. You just need to read the feature from last April and you cannot help but be impressed by everyone’s stories. This is real inspiration for young women, it shows them that they can be successful and that there is a long list of successful women ahead of them.

“It has been really fascinating to watch the social reforms that are currently happening in KSA. King Salman Bin Abdulaziz Al Saud has introduced some amazing reforms for women’s rights and I feel proud to have played my own small part in that reform”

Besides the authorities and construction firms, who else can play a part in increasing diversity and balancing pay scales?

Women themselves! Women need to assess and acknowledge their worth and be confident about it. Don’t ever settle – if you feel you are worth more than you are being offered, fight for it! We all need to play a part with increasing diversity within the construction industry.

The universities, RICS, PICQS and other bodies can also do more to educate young women that discrimination is reducing and that women can succeed. They should also highlight successful women, as this will inspire more women to enter the industry.

What has your experience been working in the GCC? If you have worked in markets outside the GCC, how does your experience here compare with what you’ve experienced elsewhere?

When I first came to the Middle East, I was nervous of the pre-conceptions that women cannot be successful in this region. However, I am lucky to have worked for some very forward-thinking companies. Even if it 32 APRIL 2019

may not seem like it at first sight, the industry really is open to women taking a leading role. When I was promoted in Riyadh, it was a risk for my employer, as I was the first female in the company to hold such a position, but over time I proved my worth and gained the respect of my colleagues.

In doing your job, what sort of discrimination (if any) have you faced and how did you or your employer address it?

Thankfully, my company has always treated me on the same level as my male colleagues. I have been given the opportunity to work on some amazing projects with Omnium, including The Tower at Dubai Creek Harbour, which is set to be the world’s next tallest tower. It is an honour to work on this project. I have also been entrusted with the establishment of our newest office, which I will manage once it opens.

However, at the beginning of my career I experienced some discrimination with regard to pay scale – I was offered a significantly lower pay scale in relation to my male colleagues. I did not accept this and knew

ON SITE

is actually above average in the regional construction industry.

Omnium have introduced some fantastic schemes in recent years, including a work experience initiative that allows young people to be mentored and guided in their career decision-making paths. Only recently did one of the young women that we mentored get accepted into her first-choice QS course at university, thanks to the recommendation that we gave her.

Omnium have also recently started a scheme which provides sponsorship for three staff members to undertake a BSc QS degree programme with Heriot-Watt University. The employees chosen are non-technical staff and two of the three studying currently are working mothers. I’m glad to work for a company that provides these opportunities to all.

How do you personally push for diversity and equal pay in the construction sector?

that the firm required my skills and that they were aware of the standard of my work, and in the end they agreed to my terms. We women should know how to assess and acknowledge our worth and be confident about it.

Do you feel there’s a limit to how far you can progress within Omnium International?

Absolutely not! Omnium have given me the opportunity to advance my career to an extent I never thought possible. They challenge me and to have been able to work on The Tower at Dubai Creek Harbour is a oncein-a-lifetime opportunity. I am currently establishing Omnium’s newest branch office, which I will manage once it is open. Omnium have given me the chance to be a role model to my fellow Filipina colleagues.

Generally, in the Philippines, women are more submissive and Filipino culture usually dictates that it is a sign of disrespect to be non-compliant with those that are senior. I strive to empower and be an example to my fellow Kabayans.

I am a founding member of the Philippine Institute of Quantity Surveyors, and one of the organisation’s main objectives is to provide an affordable means for academic training, continuing professional development to aspiring engineers and quantity surveyor practitioners. The organisation also seeks to empower those who would otherwise struggle to achieve professional status due to their circumstances. I am a mentor for many young candidates and take it upon myself to be a role model for the women who may question their chances of success in this industry.

I am currently a member of the Board of Trustees and the treasurer of the Philippine Institute of Built Environment (PIBE), the first internationally recognised QS school in the Philippines. I am proud to say that the school is majority run by women – the Board of Trustees is all women and the incorporators are 90% women.

What advice would you give to a woman entering the GCC construction industry today?

How does your firm approach diversity in the workplace?

Omnium International welcomes diversity, not only in terms of gender but also in terms of nationality. 22% of our staff are women and this

Have conviction in your ability. Don’t let the pre-conceptions of this region make you doubt your ability to succeed. Even if it may not seem like it at first, the industry is open to women taking a leading role.

APRIL 2019 33

ON SITE

INTERVIEW

WIC Profile: Maryam Hosny Jason Saundalkar talks to Killa Design’s Maryam Hosny about her inf luences, career and gender diversity in the construction industry ollowing our special edition dedicated to women in the construction industry, Middle East Consultant continues to share the inspiration and experiences of women working in the male-dominated industry across the GCC. Here, Jason Saundalkar catches up with Maryam Hosny, architect/ inspector at Killa Design.

2017. Since then, I joined Killa Design and I’m currently based on-site for the Museum of the Future project. Working on-site for both iconic museums has given me great experience in the field of project realisation and completion, with regard to initial design guidelines and ongoing site and construction constraints.

Diversity in the construction industry is important because of the value women can bring to employers, clients and customers.

How have you made your mark in the industry working on

What drove you to get into the construction industry?

projects specifically?

My interest was cultivated at home before any other external influence, as my family practises interior design. Site visits were common trips for me when I was growing up and this gave me my first exposure to the construction industry.

My interest then grew in my early undergraduate years while studying architecture at the American University of Sharjah (AUS). I was exposed to working with my hands and controlling the final output, which in turn instilled a desire to get closer to the product, so I could help better direct the final output. Getting closer to the construction process gives me hands-on experience and allows me to understand the little tweaks that could make or break a design detail.

Working with materiality during my undergraduate years was also a great eye opener into how a design can be translated into different languages as the material used changes. This, in fact, has continuously helped me understand the compatibility of design with materiality. This learning curve did not stop with my education, it is being cultivated through my ongoing site-based roles.

I believe the value of women should not be made more or less than that of a man in the field. Ultimately, we are all humans with different experiences, which is what should be used to differentiate between different employees – it should not be based on their gender. What a man could offer in this field may or may not be more than a woman, and this is solely based on their individual education, experience and motivation to perform well.

Nonetheless, it is a great achievement for companies to hire women in this field, as it conveys a message of equality wherein an employee is treated with fairness, regardless of their gender and stereotypical presumptions.

On-site, the gap between women and men employees is large.

However, it is shrinking and my proudest moment happens every day as I walk the site, knowing that I may be a minority. I know I am exactly

Share a brief about your career.

After graduating from AUS in January 2014, I started working with Ateliers Jean Nouvel, where I was based on the site of the Louvre Abu Dhabi. I worked on the project for over three years and helped with the successful delivery of the project – it opened to the public in November 34 APRIL 2019

“My graduating class had over 60% women with architectural bachelors, and this high rate is increasing the supply of female architects to the industry”

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APRIL 2019 35

ON SITE

where I am supposed to be and I’m happy to see that the ratio of women to men is changing slowly but surely.

What are some of the barriers to women entering the construction industry? What was your personal experience?

The greatest barrier a lot of the women face while entering the market in the UAE and in the Middle East is the stereotypical trait given to women – agreeableness. A decent number of male architects and engineers believe they can sway the way women think. This may be because of the way gender roles were seen while they were growing up.

This issue has created real struggles for me personally, as I constantly have to question the intentions and the real reasons behind the changes, whether it is in fact a necessary change or just a mere reflection of gender domination.

However, looking at the bright side, this is constantly teaching me a valuable lesson – to never take statements at face value and to always challenge statements until I’m satisfied.

The GCC construction sector is still maledominated but diversity is beginning to increase. If you agree, comment on what is driving this and how you see the GCC markets changing in the coming years.

If you do not agree, please share your thoughts/views of the market.

I agree with the statement and believe increased awareness is the main driver for this change. Firms are now more aware that women can participate just as much as men in the field and that old preconceptions are holding a lot of women back from realising their potential, which ultimately benefits the company and clients. This is especially true when women are hired for roles in the construction industry, as the general tendency is to over-deliver to prove their worth.

My graduating class had over 60% women with architectural bachelors and this high rate is increasing the supply of female architects into the industry. Along with the increasingly evident awareness, I believe in the coming years this combination will yield great achievements for women in the construction industry.

Everyone has a part to play in diversity and equal pay. What would you like to see government authorities and construction firms do to increase diversity and make pay a level playing field?

36 APRIL 2019

The government could provide incentives to firms which have a more balanced women to men ratio. They could also implement more stringent laws governing the equal pay regulation – such laws need to also be made public to allow women and men to both know their rights clearly.

Furthermore, vacancy posts which specifically ask for women or for men should be banned. Applications should be allowed to decide for themselves if they should apply or not, and then allow the interviewee to assess the applicant based on their skills rather than their gender, which is not an acquired skill.

Besides authorities and construction firms, who else can play a part in increasing diversity and balancing pay scales?

Awareness must be increased from the earliest stages of education, as children understand that they are all equal and what differentiates them is their acquired skills. Children will adopt a growth mindset and strive to achieve better – and in term of produced skills, both men and women

ON SITE

“I believe the value of women should not be made more or less than that of a man in the field.

Ultimately, we are all humans with different experiences, which is what should be used to differentiate between different employees – it should not be based on their gender”

In your opinion, what is the biggest challenge women in the construction sector face in GCC countries? How can these challenges be addressed?

The biggest challenge is progressing in the field. Women are getting entrylevel positions, but even though we acquire more experience as we work on different projects, it is a challenge to get hired for high-level positions or to lead projects – because the higher the position, the more likely it is that a man will be appointed for the role. Addressing this issue is linked to promoting the need for skilled staff without the emphasis on their gender and avoiding the exploitation of this bias in the hiring process.

In doing your job, what sort of discrimination (if any) have you faced and how did you/your employer address it?

I do not believe that I have faced discrimination, because I always make sure that my gender is not a matter of discussion. Instead, it is my knowledge which can be a matter of discussion.

Do you feel there’s a limit to how far you can progress within your organisation?

Absolutely not. I believe Killa Design is a gender-neutral establishment, in the sense that skills and experience are set as the priority when determining how far each employee can progress. The firm also strives to cultivate the existing skills palette by constantly running training programmes and lunch-and-learn sessions, which help each individual to become a better architect/engineer. This constant cultivation is a great way to help everyone develop their progressive potential.

How does your firm approach diversity in the workplace? What more can it do to increase diversity?

will be ever so competitive regardless of what privilege they believe they attain. Through this empowerment of both genders’ skill palettes, the pay scale will not need to be different based on gender but based on skills.

Killa Design is continuously aiming to maintain diversity in terms of nationalities, as well as gender and from different age groups. This brings people with different backgrounds together and everyone can learn something from the other.

How do you personally push for diversity and equal pay in the construction sector? Are you involved in any groups/councils

As a woman in the industry, what has your experience been

etc that focus on increasing diversity and equal pay?

working in the GCC construction sector? If you have worked

I push for diversity and gender balance not only in the construction sector, where I use my presence to reinforce the required balance, but in all daily matters. I wish for this to become a natural occurrence rather than something I have to think about and do. I believe the more conscious we are of this issue, the more we can do to resolve it.

in markets outside the GCC region, how does your experience here compare with what you’ve experienced and observed in other markets?

I have only really worked in the GCC in my career so far, more specifically in the UAE. I do appreciate how the firms I have worked for, as well as other firms in the construction industry, are constantly helping me to attain my greatest potential, regardless of what misconceptions present themselves in the field. This strong backing from companies really helps a person to stand tall and strive to deliver on their potential.

What advice would you give to a woman entering the GCC construction industry today?

Know your worth. We, men and women, need to understand that privilege can only take you so far and it is your real worth that is going to sustain you.

APRIL 2019 37

ON SITE

OPINION 01 Louay Dahmash is territory director, Middle East and Turkey for Autodesk.

Getting Rid of Limitations Louay Dahmash explains how the future of automation is tied to generative design for the construction industry

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umans are currently facing one of our most crucial dilemmas. As our needs, desires and demands continue to grow, we must face the reality of less: fewer natural resources, less space and less skilled labour than ever before.

Although these important resources are in short supply, the global population is exponentially increasing – set to increase to 10bn people by 2050 – while poverty is decreasing. While rising standards should be celebrated, it is important to question how our growing consumption needs are affecting design, engineering, building and manufacturing.

According to research firm Statista, as the global population grows and urbanises, 38 APRIL 2019

the construction industry will need to build an average of 13,000 buildings in major cities every day through the year 2050 – a fraction of the trillions of dollars the world will need to invest in building new infrastructure.

This poses a huge creative and logistics challenge – but also the biggest opportunity designers and makers may ever see. With more growth comes more pressure. As people reconcile the inevitability of more with the reality of less, the future of automation can offer a much better way forward.

Today, we are lucky to have unprecedented access to the tools and technologies needed to make better decisions about everything we design and make. The only way to keep up the pace is to leverage technology not just as a design tool, as used traditionally, but as a design partner and co-creator. This is where automation can unlock the ability for us to design the future.

An Automated Future

The future of automation is about more than robots – it has transformed the design and make process from drafting 2D CAD to 3D modelling and now generative design.

Automation is about using simulation to validate or optimise a design without needing to make a physical prototype. It is about creating a building information model (BIM) to foster collaboration among architects, engineers

and construction teams, so they can make decisions in real time across traditional work silos. Today, our customers and developers expect to use abundant computational power and the cloud to generate thousands of design options with generative design.

If you are in the building, infrastructure or manufacturing industries, you’ve most likely heard about generative design. We are living in a time where we can collaborate with a computer using artificial intelligence algorithms, unlimited cloud computing power and generative design tools to create tons of design options you couldn’t fathom on your own. This means you will be able to solve bigger problems and iterate faster on solutions.

As the world continues to evolve and become more complex, engineer and designer jobs are also evolving.

Generative design is a game changer for the industry and is going to affect humans tremendously. Here are some reasons why: • It saves time – in the time it takes for a human to create a few designs, a computer can create thousands, along with data to prove which designs are performancebased top contenders. It essentially allows designers to make more creative decisions and focus on the bigger picture.

• It saves money – simulation and testing are baked into the initial design process, preventing expensive changes later in the

ON SITE

“The only way to keep up the pace is to leverage technology not just as a design tool, as used traditionally, but as a design partner and co-creator” manufacturing process.

It boosts creativity – creating thousands of ideas, generative design opens new doors for designers and engineers to explore non-traditional forms they could not have imagined alone.

• It leads to novel geometry – generative design software makes formulating this complex geometry possible, and 3D printing enables fabrication of objects that •

would otherwise be impossible to make.

• It results in increased customer satisfaction and loyalty, through delivery of better designed products and improved performance.

• It is more sustainable, with significantly reduced waste and energy.

Generative design removes the limitations traditionally imposed on the design process, which used to match one designer with one

computer. The role of technology is elevated and the computer is an active participant in the design process, working with defined parameters rather than simply reflecting actual finished designs.

In the complex and competitive world of manufacturing, generative design, thanks to automation, is providing designers with previously unimagined design solutions for increasingly demanding customers.

APRIL 2019 39

THE BACK PAGE

LAST WORD 01 Rachel Collins is head of Procurement - Middle East at Faithful+Gould, a member of the SNC-Lavalin Group.

Moving to Riyadh Rachel Collins shares her experience of moving to and working in Riyadh as head of procurement at Faithful+Gould

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y career took me through procurement in a number of settings: the prison service, a housing provider and several housing associations, which became developers.

I took on business development, studied to become a member of CIPS, and my work focused on procurement as a strategic function, rather than its traditional operational role.

I’d reached a senior level in my last UK job, but I had itchy feet. My husband is a quantity surveyor and we both wanted the adventure of living in another country and trying a different culture. We had friends in the Middle East and felt it could work for us too.

My husband Jack came to Saudi Arabia first and I started job hunting. Initially, I joined 40 APRIL 2019

another international consultancy, working on large high-value residential renovations.

A few months later, I was interviewed by Faithful+Gould (F+G), beginning a two-week process that included extensive discussions with my predecessor and future team members.

I joined F+G in October 2018 – I had to go home first to sort out my visa, but F+G was helpful in making all the arrangements. The onboarding process was excellent, with an induction that covered life in KSA, so you have some understanding before starting work.

There’s help available with accommodation.

You can stay in a hotel initially, while looking at the options, and there’s transport available too, to the office and to sites. Jack and I were already living in Riyadh and we’d chosen not to live in a compound. Our first rented apartment meant that we had Saudi neighbours, could walk to malls and restaurants, and we felt more quickly integrated in the community. We’ve moved since then and are now living in a serviced apartment within walking distance of my office.

There have been changes here in the last 18 months and it feels like a time of cultural shift. I’m among the first women to be able to drive and I’ve had positive reactions – people cheering when I was at traffic lights, for instance.

People are very welcoming and friendly. I was cautious in my dress at first, with a black abaya and a scarf ready to cover my head if required. I’m now more confident – I dress modestly as that’s the custom, but I don’t need to cover my head. I wear open, coloured abayas and it feels like a work uniform. I go out and

about on my own without restrictions, and I’m comfortable going out for dinner with girlfriends and doing the stuff I’d do at home.

In my workplace, there’s a good mix of cultures and we’ve increased the number of women working in the KSA business. We hope to become a more gender-balanced workforce as the country begins to shift from its traditional male-dominated workforce, and we’re encouraging Saudi women graduates to explore the possibilities within our business.

We’ve launched a global diversity and inclusion network and I’m the lead for KSA, Bahrain and Kuwait. Our most recent session was on cultural awareness in team working – exploring ways of getting the best from diverse teams. One of our corporate targets is to increase the number of women at senior levels, aligning with the UN women’s empowerment principles, an initiative that our business endorses.

My core work is interesting – I’m developing innovative supply chain strategies that support future sustainable project delivery. There’s a role for alternative construction technologies and it’s exciting to be here, just as the industry is on the brink of new ways of working.

Life outside of work is good too, with so many opportunities for meeting new people of different nationalities. I have to leave every 30 days for visa reasons and I can turn it into a weekend mini-break to Bahrain, Dubai, Abu Dhabi, Istanbul… more travel prospects!

So I’ve found the adventure I was looking for and I’d encourage anyone who wants to try working abroad to consider KSA.

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T: +971 4 3434 600

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omniumint

@omniumint

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2015, 2016 & 2018